Incumbent Mayor of Brighton, Mark Walas. (Photo/submitted)

PERSONAL BACKGROUND/FAMILY/JOB/HOBBIES:

Brighton has been part of my life since 1965 and continues to be, as I work and reside in the Municipality with my family.

I am married to Linda (Rutherford) and together we have four children and two grandchildren.

We have a local family land development business and commercial realty projects.

I have years of experience in planning and funding capital projects for expansion, staffing and staff relations and the many financial challenges facing all small businesses.

I am an active member and a Past President of Rotary Club of Brighton and a member of the Brighton Masonic Lodge. I am great supporter of local citizens through a number of community organizations, including the Codrington Community Association, Friends of Presqu’ile and Friends of Hilton Hall.

To keep fit and remain active I cycle, ski and boat with my family.

PREVIOUS POLITICAL EXPERIENCE:

First elected in 2010 and re-elected in 2014, I am proud of my accomplishments during my 8 years as Mayor, combined with my 8 years of experience working for Brightonians at Northumberland County.

I have fought for ratepayers’ demands for increased services, improved customer service, open communication and improved infrastructure.

I have and continue to support all the benefits of partnering with the Brighton/Cramahe Chamber of Commerce, Quinte Economic Development Commission, Northumberland Federation of Agriculture and Downtown Business Association.

I currently sit as Past Warden of Northumberland County, and have a through understanding of it’s responsibilities.

A past member of the Eastern Ontario Wardens Caucus, we lobbied for improved broadband coverage for rural areas and provided input to plans for improvements to the 401, Via Rail, Go and Metrolinx.

As part of my duties as Mayor, I am a member of the Police Services Board and Emergency Planning Committee, and sit as a member of the Quinte Economic Development Commission, which promotes business and economic development throughout the region.

I support the work of the Brighton Library Board, the Accessibility Advisory Committee, the Heritage Advisory Committee and the Physician Recruitment and Retention Committee.

WHY ARE YOU RUNNING FOR THIS POSITION?

Brighton has experienced significant growth during my 8 years as Mayor. Planned residential and industrial/commercial projects are in the works. Several major corporations opened new businesses in the Municipality and more have expressed interest.

Our role is to harness any growth that contributes to enhancing Brighton. In continuing as Mayor, I can contribute as much as possible to proactively build on Brighton’s promising future.

I have a strong vision which includes Strategic Planning, involving our rural and urban residents, members of staff and council. We can use all the current plans we have such as the Municipality of Brighton 2010 Strategic Plan, and the several municipal Master Plan reports. This will shape the vision of Brighton together and identify key deliverables for the next term of council.

There is always to do on our Critical Infrastructure, such as implementing the Class Environmental Assessment recommended ammonia treatment and completing overdue repairs on the waste water treatment plant and Harbour St. pumping station.

Using the 2018 Roads Need Study, we will confirm a cycle for rural /urban road repairs and replacement.

To assist in Community Development and public safety (with Northumberland County and Brighton Fire and Rescue) I will work to deliver a new shared services fire/paramedic base to provide updated Emergency facilities.

A strong advocate for seniors’ housing, I fully support Sussex Retirement Living Oxley Manor. This project has many opportunities and I will continue to work on securing these types of developments for Brighton.

I believe we should enhance Health and Wellness, by clarifying needs and community expectations, define the role of the Municipality in primary health care and identify costs.

For Recreation/Arts/Tourism/Heritage growth, I recommend a working group. Its’ tasks would include identifying Community Needs for facilities, developing plans/designs and determining capital/operating costs to identify tax impacts to ratepayers.